InnFocus Winter 2023
InnFocus magazine for hoteliers in British Columbia
InnFocus magazine for hoteliers in British Columbia
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Hiring<br />
INTERNATIONAL<br />
2024 Hotel<br />
OUTLOOK<br />
Staff<br />
RETENTION<br />
<strong>Winter</strong> <strong>2023</strong><br />
Investing in<br />
Excellence<br />
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contents<br />
200-948 Howe Street,<br />
Vancouver, BC V6Z 1N9<br />
T 604-681-7164 1-800-663-3153<br />
www.bcha.com<br />
@BCHotelAssociation<br />
@bchotelassoc<br />
@BCHotelAssociation<br />
bchotelassociation<br />
BCHA Team<br />
Ingrid Jarrett<br />
President & CEO<br />
Mike Macleod<br />
Director of Operations<br />
Karissa Bourgeault<br />
Project Manager & Board Liaison<br />
Kelsey Millman<br />
Communications Manager<br />
Samantha Glennie<br />
Member Services Manager<br />
Dylan Tomlin<br />
Energy Specialist<br />
Anu Saini<br />
Member Services Coordinator<br />
2022/<strong>2023</strong> Board of Directors<br />
Executive Committee<br />
David McQuinn – Coast Bastion Hotel, Nanaimo (Chair)<br />
Tanya Stroinig – Prestige Hotels & Resorts, Kelowna<br />
(Vice Chair)<br />
Bryan Pilbeam – Delta by Marriott Hotels, Kamloops<br />
(Past Chair & Governance)<br />
David MacKenzie – Pemberton Valley Lodge, Pemberton<br />
(Treasurer)<br />
Angie Eccleston – Crest Hotel, Prince Rupert<br />
(Executive Director)<br />
Jonas Melin – Pinnacle Harbourfront Hotel, Vancouver<br />
(Executive Director)<br />
6<br />
10<br />
13<br />
24<br />
Regulars<br />
Investing in Excellence<br />
Understanding the strategic role of employee benefits to attract and<br />
retain staff, and introducing the Canadian Hospitality Health Plan.<br />
2024 British Columbia Hotel Outlook<br />
RevPAR is expected to grow in 2024, and leisure and group<br />
travel is expected to normalize, while corporate travel increases.<br />
Improving Staff Retention<br />
Higher retention rates equate to lower recruitment,<br />
training, and staffing costs, while improving guest service.<br />
10 Tips When Hiring International Workers<br />
Follow this roadmap to successfully hire foreign workers<br />
and integrate these newcomers into British Columbia.<br />
4 BC Hotel Association Report<br />
5 Leader of the Future: Jilly Haynes<br />
18 Go Green – The Benefits of Food<br />
Efficiency for Hotels<br />
28 Names in the News<br />
28 What’s New?<br />
29 Hotelier Feature: Erin Cassels<br />
30 BCHA Member Engagement<br />
Regional<br />
Feature<br />
20 Sunshine Coast<br />
extras<br />
22 Affordable Housing<br />
Solutions for Staff<br />
Directors<br />
Eda Koot, Inn at Laurel Point, Victoria<br />
Erin Cassels, Huntingdon Manor, Victoria<br />
Estreya Gosalbez, Four Seasons Resort, Whistler<br />
Jean-Francois Vary, Fairmont Waterfront Hotel, Vancouver<br />
Jessica Dolan – Ramada Penticton, Penticton<br />
Madone Pelan, Oak Bay Beach Hotel, Victoria<br />
Samantha Hackett – Long Beach Lodge, Tofino<br />
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<strong>InnFocus</strong> is published quarterly<br />
by EMC Publications - a division<br />
of EMC Executive Marketing Consultants Inc.<br />
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Publisher & Editor: Joyce Hayne<br />
Production: Rene Creative<br />
<strong>InnFocus</strong> 3
y Ingrid Jarrett, President & CEO<br />
With <strong>2023</strong> nearly behind us, we reflect on the past year and look<br />
forward to the year ahead with hope and confidence. <strong>2023</strong> brought<br />
both record highs and record lows, and many of us in the hospitality<br />
industry faced challenges we had never imagined.<br />
Impact of Climate Change<br />
The impact of climate change is undeniably a lasting concern,<br />
which means that our role as advocates for you will need to<br />
include a significant focus on risk mitigation and the establishment<br />
of systems to address crises. I am honoured to be part of the<br />
Emergency Preparedness Task Force as an advisor and will<br />
ensure that accommodators are actively involved in the system<br />
and its processes. I must acknowledge the incredible support<br />
our industry provided to BC residents by offering safe shelter<br />
during evacuations this past year. Our intention is to integrate this<br />
system into the broader crisis planning moving forward, with realtime<br />
outreach for evacuees. The support and responsiveness our<br />
industry demonstrated have not gone unnoticed, and I am deeply<br />
grateful to all of you who stepped up in times of crisis.<br />
Short-term Rental Legislation<br />
We are greatly encouraged by the Ministry of Housing’s<br />
commitment to focus on affordable housing in the province,<br />
exemplified by the introduction of Bill 35. This landmark legislation<br />
incorporates BCHA’s four key recommendations for effectively<br />
regulating the short-term rental market. Thanks to our members<br />
and industry supporters, our work on research, data acquisition,<br />
and advocacy was made possible. Our goal has been clear: to<br />
repurpose the surplus of short-term rental accommodations into<br />
affordable long-term housing solutions so that BC residents and<br />
our workforce has access to affordable housing.<br />
Focus on Human Resources<br />
It’s impossible to hire people to work if there is nowhere affordable<br />
for them to live. Increasingly, we hear that this is the primary<br />
reason for the lack of full employment. While we continue to<br />
innovate with hotel operations, such as chatbots, new technology,<br />
and AI automation, at the core of hospitality we remain in the<br />
people business. We continue to prioritize the human connection<br />
that is integral to our industry. The focus on training, upskilling,<br />
recruitment, and retention will only succeed if we are also<br />
successful in preserving affordable housing and the livability of<br />
our communities.<br />
Insurance<br />
Insurance for our industry remains a significant challenge, and<br />
the current hard market is unsustainable. Please be aware that<br />
we are working diligently with our provincial partners to address<br />
this issue. We have consulted with experts on what the federal<br />
and provincial governments can do and have explored what other<br />
jurisdictions and industries are doing to control costs and ensure<br />
adequate coverage for businesses.<br />
4% Growth Predicted<br />
As 2024 approaches, experts are predicting 4% growth. What we<br />
need to concentrate on is the cost of doing business in our fair<br />
province. We are observing a return of the meeting sector, although<br />
there are more reports of meetings of smaller sizes. We will continue<br />
our research on the meeting and sports market as we have heard<br />
loud and clear that these segments are crucial components of the<br />
demand landscape and make significant contributions to hotels<br />
and communities across the province.<br />
4 <strong>InnFocus</strong>
Leader of<br />
the Future:<br />
Jilly Haynes<br />
Launderer, Pacific Sands<br />
Beach Resort, Tofino<br />
by Anne-Marie Fischer<br />
Jilly Haynes says that the family she has built around her in Canada<br />
makes the days that she misses her family in Barbados a lot easier.<br />
Part of the housekeeping team at the slice of paradise known as<br />
Pacific Sands Beach Resort in Vancouver Island’s Tofino, Haynes<br />
has found a strong support system among her co-workers and<br />
management. “It’s like one big family here,” she says.<br />
Promoting Opportunities for Cultural Exchange<br />
Haynes arrived in Canada in August 2022 through a Memorandum<br />
of Understanding that the BC Hotel Association (BCHA) has with<br />
the Consulate General of Barbados to create a pathway for skilled,<br />
experienced workers to enter the hospitality industry in British<br />
Columbia. Through the Consulate General, Haynes, who worked<br />
in the hotel industry in Barbados since 1981 in housekeeping and<br />
in the kitchen, was given the opportunity to interview for a role in<br />
Canada to try something different.<br />
“I didn’t know anything about British Columbia, but I had heard<br />
people speak about it,” she says. “I went online and looked up<br />
more about it. I’d never heard of Tofino until this program, so I was<br />
going in blindly.” She jumped at the chance when she was offered<br />
a position at Pacific Sands Beach Resort.<br />
Bonding With Fellow Staff & BC’s Nature<br />
“When I got here, I loved it, because I love nature,” she says of<br />
Tofino and Pacific Sands’ incredible landscape which offers “frontrow<br />
seats to nature’s greatest waterpark.” Haynes regularly goes<br />
on nature walks with her co-workers, and enjoyed a team whalewatching<br />
trip thanks to the creativity of her manager Cathy who<br />
places a high priority on finding ways for the team to bond. “She<br />
makes it really easy to like the job,” Haynes says.<br />
She works eight-hour shifts, five days a week, but she says<br />
that she gets opportunities to work overtime when they are really<br />
stretched in their housekeeping duties. She lives in a self-contained<br />
room in Pacific Sands’ staff housing units, across the street from<br />
where she reports to work, and enjoys taking in the beauty around<br />
her on the five-minute walk to start her shift.<br />
Courtesy of Jilly Haynes<br />
What Haynes likes about the BC hotel industry is the great deal<br />
of cultural diversity that can be found among the international<br />
workforce in Tofino’s hotels. “Meeting with people from around<br />
the world is one of the things I always like about the industry,”<br />
she explains. “You get to share through them things about other<br />
countries that you’ve never heard of.” As the only Barbadian on staff<br />
at Pacific Sands, Haynes loves sharing things about her country<br />
and culture with her co-workers and guests.<br />
A Long-term Journey<br />
After just over a year in Canada, Haynes has decided that she<br />
wants to stay in Tofino long-term. She credits WhatsApp for<br />
allowing her to touch base with her daughter in Barbados several<br />
times a day, helping ease any homesickness she has. Haynes is<br />
keen to look for opportunities to advance among the staff at Pacific<br />
Sands, but for now, is taking her time and learning as much as<br />
she can from her management team.<br />
Haynes has had the chance to visit some other parts of Vancouver<br />
Island, such as Nanaimo, Port Alberni, and nearby Ucluelet,<br />
and looks forward to more opportunities to explore the province.<br />
Compassionate, and kind in her demeanour, Haynes is interested<br />
in seeing whether there are some opportunities to volunteer in the<br />
Tofino community. “My passion is to give back,” she notes. She is<br />
particularly interested in helping the elderly or working with single<br />
parents. “I know the struggles,” she states.<br />
Pacific Sands is very lucky to have the dedication and skill of<br />
staff like Haynes. We wish her the very best in her career discovery<br />
within the BC hotel industry.<br />
<strong>InnFocus</strong> 5
Investing in<br />
Excellence<br />
The Strategic Role of<br />
Employee Benefits<br />
and the Canadian<br />
Hospitality Health Plan.<br />
by Kelsey Millman<br />
Courtesy of BCHA<br />
6 <strong>InnFocus</strong>
Courtesy of BCHA<br />
In the dynamic realm of hospitality, where success hinges on<br />
guest experiences, the key to achievement lies in the dedicated<br />
individuals shaping each stay or dining encounter. In a sector<br />
notorious for high turnover rates, the strategic implementation of<br />
employee benefits is not just a human resources perk; it’s a crucial<br />
tool for talent retention.<br />
The Hiring and Retention Challenge in Hospitality<br />
The hospitality sector, spanning hotels, restaurants, tourism<br />
businesses, and entertainment venues, relies heavily on a frontline<br />
workforce—the face of the business. Retaining these pivotal<br />
team members has historically posed challenges due to irregular<br />
schedules and seasonal fluctuations. In today’s competitive job<br />
market, attracting and retaining skilled individuals is an ongoing<br />
challenge. While employers respond to market demands and an<br />
inflated economy by increasing wages, they are simultaneously<br />
turning to additional solutions like expanding benefits to attract<br />
and retain top talent.<br />
but essential offerings that sway potential employees in favour of<br />
one employer over another.<br />
In fact, a recent survey conducted by Glassdoor found that<br />
nearly 60% of employees consider benefits and perks a major<br />
factor when considering whether to accept a job offer. The Society<br />
for Human Resource Management (SHRM) reported that about<br />
92% of employees consider benefits important to their overall job<br />
satisfaction.<br />
Attracting Top Talent<br />
For job seekers, employee benefits—including health insurance,<br />
dental coverage, and retirement plans—signal a commitment to<br />
well-being and job satisfaction. These benefits are not mere perks<br />
<strong>InnFocus</strong> 7
Health, Wellness, and the COVID-19 Effect<br />
In the sometimes physically demanding hospitality sector,<br />
prioritizing employee health is not just a nicety; it’s a necessity.<br />
Comprehensive health and wellness benefits, such as medical<br />
services, mental health support, and wellness programs, contribute<br />
to a healthier, happier, and more engaged workforce. Employers<br />
tailor benefits packages to address industry-specific challenges,<br />
resonating with employees and creating a sense of belonging.<br />
According to a survey by Virgin Pulse, 87% of employees<br />
considered health and wellness offerings when choosing an<br />
employer. 61% said these programs would encourage them to<br />
stay with their current employer.<br />
Among the many changes the COVID-19 pandemic brought<br />
forth, the pandemic unquestionably changed the modern-day<br />
workplace and employee expectations. With people confined to<br />
their homes, discussions surrounding mental health came to the<br />
forefront of companies’ cultures, creating an increased focus on<br />
mental health support and flexible work arrangements.<br />
As a result, a 2021 Mercer survey found that 73% of employers<br />
had plans to make changes to their well-being programs in<br />
response to the pandemic.<br />
The Impact on Retention<br />
In the dynamic hospitality sector, retention stands as a cornerstone<br />
for operational stability and success. The ongoing recruitment and<br />
training costs associated with new staff not only strain finances<br />
but also disrupt seamless service delivery, underscoring the need<br />
for effective employee retention strategies.<br />
Recognizing the pivotal role of employee benefits in talent<br />
retention is crucial. These benefits go beyond mere budget<br />
considerations; they are strategic investments aimed at fostering<br />
a stable and experienced workforce. In an industry where service<br />
excellence is paramount, retaining skilled employees holds value<br />
beyond immediate financial concerns. It ensures a cohesive<br />
and proficient team, contributing to the consistent delivery of<br />
exceptional guest experiences and the long-term prosperity of<br />
the business.<br />
A Hotel-Owned Solution<br />
Recognizing the importance of employee benefits, in 2022,<br />
the British Columbia Hotel Association (BCHA) partnered with<br />
the Alberta Hotel and Lodging Association (AHLA) to conduct<br />
8 <strong>InnFocus</strong>
delivers custom group benefit packages that help participating<br />
organizations of all sizes get the most value for their benefits’ spend<br />
today and over the long term.<br />
The CHHP’s administration and claims payment services are<br />
provided by Johnston Group, a platinum member of Canada’s<br />
Best Managed Companies. As a leader in benefits administration<br />
and claims payment services, Johnston Group ensures that<br />
employees are well-supported with prompt service and best-inclass<br />
technology.<br />
“This is a solution made by hotels, for hotels. And by working<br />
with the AHLA, we are able to provide even better value and rate<br />
stability,” says Jarrett.<br />
The Impact of Ownership Benefits<br />
CHHP introduces a paradigm shift with ownership benefits, offering<br />
businesses the opportunity to participate in a collective effort.<br />
Surpluses generated don’t disappear into an insurance company’s<br />
coffers but directly benefit the participating businesses. This unique<br />
approach ensures increased cost savings through collective<br />
negotiation power, eliminating insurer mark-ups. In addition, the<br />
program’s commitment to cost stabilization is embodied in its<br />
forward-thinking “Aggregated Benefits Model”, fostering financial<br />
efficiency and stability from the get-go.<br />
Courtesy of BCHA<br />
a thorough review of employee benefit programs offered within<br />
the industry.<br />
“As part of our employee benefits review, we spoke with<br />
accommodation operators across BC and resoundingly heard of a<br />
need for a dependable and affordable employee benefits program,”<br />
says Ingrid Jarrett, BCHA President and CEO. “One key objective<br />
of ours was to determine if a new program could be created to<br />
offer increased value through a collective ownership model. We<br />
quickly came to learn that there is an exceptional opportunity for<br />
members to leverage their group purchasing power through a new<br />
industry-owned program.”<br />
In November <strong>2023</strong>, the associations announced a new<br />
partnership with Avance Insurance Services, whose team has<br />
supported the formation of the Canadian Hospitality Health Plan<br />
(CHHP)—a new hotel-owned program that will reduce costs and<br />
offer a higher calibre of service to employees.<br />
With two decades of experience specializing in hospitality<br />
insurance, Avance manages the CHHP with an in-depth<br />
understanding of the unique needs and challenges faced by the<br />
hospitality industry. Through Avance’s facilitation, the program<br />
Industry-Made Benefits<br />
As a result of being a hotel-owned program, CHHP has been<br />
designed to cater specifically to the nuanced needs of the hospitality<br />
industry. The program provides tailored coverage, addressing<br />
industry-specific challenges and ensuring comprehensive and<br />
relevant benefits.<br />
CHHP also opens doors to enhanced services beyond<br />
conventional benefits’ structures that are critical to employee<br />
retention. Participants can seamlessly access telemedicine, mental<br />
health services, and a user-friendly web portal. The emphasis here<br />
is not just on benefits but on creating an enriched and simplified<br />
experience for both administrators and employees.<br />
Participants in CHHP can also enjoy the added advantage<br />
of association oversight. This ensures transparency and<br />
accountability, with a dedicated focus on overall program<br />
performance and member satisfaction. The program aligns its<br />
goals with the genuine success and satisfaction of its members,<br />
adding a layer of trust and reliability.<br />
Your Ticket to Retention<br />
In the hospitality sector, where service excellence is nonnegotiable,<br />
the value of offering employee benefits transcends<br />
traditional notions of perks. It is a strategic investment in the<br />
heart of the industry—the dedicated individuals who transform<br />
an experience into a memorable moment. Businesses prioritizing<br />
and tailoring employee benefits will not only attract but retain the<br />
talent fuelling their success.<br />
To get started and expand your employee benefits, visit<br />
www.chhp.ca or contact Avance Insurance Services at<br />
1-866-744-1632 or info@avancegroup.ca.<br />
<strong>InnFocus</strong> 9
2024 British<br />
Columbia Hotel<br />
Outlook<br />
by Nicole Nguyen<br />
Courtesy of Destination BC<br />
10 <strong>InnFocus</strong>
In 2024, the province of British Columbia, much like the rest of<br />
the country, is expected to see RevPAR growth of 4%. While this<br />
is a more modest level than during the<br />
“recovery” phase following the pandemic,<br />
it is still considered to be good year-overyear<br />
growth.<br />
With segmentation stability returning<br />
and travel patterns normalizing, in<br />
general, supply and demand fundamentals are expected to<br />
remain in balance with approximately 1% supply growth across the<br />
RevPAR growth is projected<br />
at 4% in 2024.<br />
province, and similar growth in demand. The large majority of the<br />
supply growth in the province, approximately 500 new rooms, is<br />
expected to come from markets outside<br />
of Metro Vancouver, where supply in 2024<br />
is expected to be virtually unchanged<br />
from <strong>2023</strong>.<br />
Demand Trends<br />
With respect to demand, the last several years have seen a larger<br />
share than normal of occupied room nights being driven by leisure<br />
<strong>InnFocus</strong> 11
Courtesy of Destination BC<br />
travellers who were eager to take vacations once restrictions were<br />
eased and then removed all together. This continued to be true<br />
in <strong>2023</strong>, however, as domestic travellers started to go abroad,<br />
the BC market saw an increase in US and International travellers<br />
offsetting any losses. The strong leisure demand was supported<br />
by meeting/conference demand as groups resumed and ramped<br />
up on in-person events. In 2024, leisure and meeting/conference<br />
demand is expected to normalize and steady increases in<br />
corporate travel will help to drive 1% demand growth across the<br />
province. Occupancy in BC is projected to hold steady at 71% in<br />
2024, while Metro Vancouver occupancy will increase by 1 point<br />
to 81%, pushing just slightly ahead of 2019 levels.<br />
ADR Growth<br />
While not unique to BC, the ADR growth over the last several<br />
years has been a driving force behind the province and Metro<br />
Vancouver’s recovering to 2019 RevPAR levels in 2022. The<br />
province is projected to see another 10% ADR growth in <strong>2023</strong>,<br />
followed by 3% growth in 2024, and increasing to $241, almost<br />
$49 ahead of 2019. Overall RevPAR growth is projected at 4% in<br />
2024, to finish at $172, an improvement of 26% over 2019 levels.<br />
Similarly, Metro Vancouver is poised to see ADR growth of 14%<br />
in <strong>2023</strong> and 3% in 2024, improving to $279, more than $59 ahead<br />
of 2019. As with the province, the metropolitan area is projected to<br />
realize 4% RevPAR growth in 2024 increasing to $225, more than<br />
28% ahead of 2019 levels.<br />
BC was the first to recover to 2019 levels and is expected to<br />
lead the country with the strongest top-line performance for any<br />
province in 2024.<br />
Nicole Nguyen is Senior Vice President at CBRE Hotels.<br />
12 <strong>InnFocus</strong>
Improving<br />
Staff Retention<br />
by Kevin Woolliams<br />
<strong>InnFocus</strong> 13
There are multiple great reasons why an organization would aspire<br />
to have high retention rates of employees. As a service-orientated<br />
occupation, hospitality providers are very interested in creating<br />
an improved customer experience. Our long-term employees are<br />
much more likely to provide the best information to our guests in an<br />
efficient and effective manner. Think about your own experiences<br />
as a guest. It can be a truly pleasurable experience to have a server<br />
perfectly describe a bottle or wine or an entrée. Conversely, it can<br />
be grating and destroy a dining experience when a server does<br />
not even have a favourite dish on the menu and cannot explain<br />
the key elements of the entrées on offer.<br />
The benefits expand to other areas of the business as well.<br />
An experienced front desk agent is more likely to be able to<br />
troubleshoot and fix system problems or seamlessly help a guest<br />
with the TV remote. Your experienced maintenance person knows<br />
the difference between the “tic-tic-tic” and a “tic-knock-tic” that<br />
emanates from your boiler (and who to call for repairs at 5:00 am).<br />
From a human resource perspective, higher retention rates<br />
equate to lower recruitment, training, and associated staffing costs.<br />
In short, there are strong reasons to enhance your retention rates<br />
whether you are looking at it from an operations, guest service,<br />
or human resources lens.<br />
Following are some time-proven ideas to improve retention at<br />
your hotel.<br />
Create Career Growth Opportunities<br />
Many long-term employees have mastered the core elements<br />
of their “regular” job and are looking for ways to expand their<br />
knowledge of your business and add value in new ways. When<br />
researching examples of career growth for this article, two areas<br />
of success stuck out.<br />
The first example is in kitchens. In a tradition dating back to the<br />
1890s, the Escoffier “brigade de cuisine” gives kitchen staff the<br />
opportunity to excel in their own positions and grow into and learn<br />
other positions. No-one starts as an executive chef in a kitchen;<br />
kitchens are instead set up to give employees a path, for those<br />
who are interested, to grow from a part-time dishwasher to the next<br />
celebrity chef. This type of system does not need to be restricted<br />
to kitchens—there are multiple opportunities to plan structured<br />
paths both inside and across departments in your hotel.<br />
The second successful implementation of a career path was in<br />
the broader front desk areas of hotels. Sub-paths associated with<br />
the front desk were offered and accepted by interested employees.<br />
Some of the sub-paths, which were essentially add-ons to the<br />
existing front desk work, were in areas like social media, revenue<br />
management, being the point person for OTAs, and taking on<br />
meaningful accounting/finance tasks. Many of these arrangements<br />
included premiums for doing the extra work, but those who were<br />
interested in growing their career in hospitality appreciated the<br />
challenge of new and different tasks. That opportunity was seen<br />
as a sign of management trust and a reason for staying with their<br />
employer.<br />
Creating a Positive Work Environment<br />
There are many simple things your competitors are doing to create<br />
a positive work environment in their business. One theme that<br />
our research revealed was enhancing, improving, or just better<br />
communicating what you already do. Independent properties that<br />
had reciprocal staff rates with other independent properties had<br />
positive feedback for just reminding staff about the availability of<br />
reciprocal rate agreements (or communicating with them after<br />
adding a new hotel partner).<br />
Other things you can do to enhance your working atmosphere<br />
is to provide new staff menus, put fresh paint and new lighting in<br />
staff areas, making sure everyone has a locker (either by taking<br />
back lockers from people with two or three lockers or adding new<br />
lockers to match the staff count) and getting employee input into<br />
new uniforms.<br />
Reasonable no and low-cost options will not appeal to all<br />
employees—no program will ever appeal to everyone—but they<br />
will send strong signals that you care about your employees and<br />
the environment they work in. If you do get nay-sayers about<br />
improvements to your existing programs, use that as an opportunity<br />
to have them included in future programs to improve the workplace<br />
and be sure to implement those ideas.<br />
Recognizing Employee Achievements<br />
Managers often overlook and undervalue recognition as a way to<br />
improve retention. Our guidance to clients ends up in two parallel<br />
paths: find ways to connect your goals to employee goals and<br />
keep the goals for employees fresh and interesting. You want the<br />
achievements of employees to be meaningful to both the employee<br />
and the business.<br />
If you want the business to achieve higher ADR or RevPAR, then<br />
find ways to have your employees help you do that. Ensure you<br />
positively share results with staff and revise strategies quarterly<br />
or monthly (just like you would change your marketing budget/<br />
14 <strong>InnFocus</strong>
tactics regularly).<br />
If you want to reduce waste in the kitchen, find ways to have<br />
your employees participate in reducing waste and recognize them<br />
when they do.<br />
Offering Competitive Compensation<br />
Up until inflation spiking in late 2022, 30 years of low inflation<br />
created an environment where compensation was often an<br />
afterthought or at least outside of the top five issues to consider<br />
for retention; almost everyone was playing in the same ballpark.<br />
Compared to some of the other retention ideas mentioned,<br />
changes to compensation can quickly add up. However, the<br />
changes to minimum wage in BC, inflationary pressures, and<br />
a stagnant (or even shrinking) labour market should push<br />
compensation considerations into the forefront of your business<br />
and human resources strategy. Consider the positive ties to<br />
retention when you start to amplify your compensation package.<br />
There is no one size fits all for either the ‘why’ or the ‘how’ of<br />
retention. Our experience and feedback from hotels indicate when<br />
you take care to understand why you want to increase retention, the<br />
solutions are easier to find and are a better fit for your business.<br />
Kevin Woolliams is Managing Director at HR West and can be reached<br />
at kevin@hrwest.ca.<br />
<strong>InnFocus</strong> 15
16 <strong>InnFocus</strong>
GO<br />
Green<br />
Courtesy of BetterTable.ca<br />
The Benefits of Food Efficiency<br />
for Hotels: A Case Study<br />
by Ben Liegey<br />
In today’s world, sustainability is gaining increasing importance.<br />
This case study explores the benefits that can be gained from<br />
reducing food waste to achieve a triple bottom line.<br />
Huntingdon Manor Hotel, in Victoria, has 113 guest rooms and<br />
a complimentary breakfast buffet. Certified Green Key 4 stars and<br />
Biosphere certified, the property is committed to going green.<br />
However, during the pandemic, the hotel changed the breakfast<br />
restaurant from a-la-carte to buffet, as it was very difficult to find<br />
the early morning breakfast servers and skilled line cooks. This<br />
came with the challenge of having some guests take more than<br />
what they needed, increasing operation costs.<br />
By doing a 3-day BetterTable Food Audit in June <strong>2023</strong>, they’ve<br />
been able to adjust their buffet practices reducing food waste<br />
by 29%. Erin Cassels, General Manager at Huntingdon Manor<br />
Hotel, says, “The food efficiency audit has allowed us to pinpoint<br />
opportunities to decrease our food cost and identified gaps in<br />
training and efficiency within our culinary team.” The food audit<br />
had the following benefits:<br />
Better Profitability<br />
BC F&B operations spend on average $51,000 on food that is<br />
never eaten, or 7% of food revenues. By reducing food waste,<br />
the Huntingdon Manor Hotel significantly reduced its operating<br />
costs. This is even more important now, with food inflation.<br />
Through careful food waste monitoring, online training for 13<br />
employees, change in plate size and buffet redesign, and improved<br />
communication, the hotel was able to save $1,000 per month.<br />
Additionally, by selling surplus, the hotel was able to generate<br />
additional revenue.<br />
“Learning from BetterTable.ca about food saving tips and how to<br />
minimize waste is one of the best lessons that every kitchen staff<br />
needs,” says Noel Andes, Head Chef at Huntingdon Manor Hotel.<br />
18 <strong>InnFocus</strong>
Courtesy of BetterTable.ca<br />
Better Climate Impact<br />
According to the UN, in 2019 8-10% of global greenhouse gas<br />
emissions were associated with food that was not consumed.<br />
That’s four times the carbon footprint of the aviation industry! The<br />
food waste reduction achieved at the Huntingdon Manor Hotel<br />
enabled them to save 450 kg CO2e per month. A significant<br />
reduction to help move towards Net Zero.<br />
Cassels says, “Anyone in a position to decrease the carbon<br />
footprint of the restaurant industry has a moral obligation to do<br />
so. Food waste contributes so much to emissions and there is a<br />
huge opportunity to reduce this impact. BetterTable.ca offers a<br />
hands-on customized tool kit to do just that.”<br />
Better Reputation<br />
Beyond financial gains, the Huntingdon Manor Hotel’s commitment<br />
to reducing food waste has a positive social impact, saving the<br />
equivalent of 343 meals per month. The hotel is on track to<br />
achieve SDG 12.3: reducing food waste by 50% by 2030, while<br />
getting ready for upcoming food waste regulations. The property’s<br />
commitment to reducing food waste enhanced its reputation in<br />
the industry and among guests. This positive perception attracts<br />
guests and staff.<br />
Julia Canton, Director of Sales & Marketing / Sustainability<br />
Manager at the hotel notes, “It’s really important to measure the<br />
different types of food waste.”<br />
The Huntingdon Manor Hotel’s success in reducing food waste<br />
serves as a powerful case study illustrating the benefits for hotels.<br />
The F&B operation achieved cost savings, enhanced its reputation,<br />
and reduced its carbon footprint. This case study demonstrates<br />
that preventing food waste is a powerful way to achieve a triple<br />
bottom line. Learn more: https://BetterTable.ca/shortcast<br />
If you want to leverage the power of a BetterTable Food Audit,<br />
apply for the Vancity grant and get $1,500 and a chance to win<br />
$10,000: https://BetterTable.ca/vancity.<br />
<strong>InnFocus</strong> 19
Sunshine<br />
Coast<br />
180-km Stretch<br />
of Paradise<br />
by Danielle Leroux<br />
The Sunshine Coast is a 180-km.<br />
stretch of paradise tucked into the<br />
southwest corner of mainland British<br />
Columbia. It is only accessible by ferry,<br />
boat, or plane.<br />
Home to unique accommodations and<br />
vibrant communities, the Sunshine Coast<br />
has something for everyone.<br />
Untapped Destination in Our Backyard<br />
“The Sunshine Coast is easy. It is right in our<br />
backyard. You can get into remote wilderness<br />
pretty quickly from the North or South Coast,”<br />
says Andrea Wickham-Foxwell, Communications<br />
Manager at Sunshine Coast Tourism. “It is one of<br />
the best places to go because it is still reasonably<br />
undiscovered.”<br />
Jack Barr, President of Powell River Town Centre<br />
Inc., Owner of the Beach Gardens Resort & Marina,<br />
and Past President of Sunshine Coast Tourism has been<br />
going to the Sunshine Coast since the 1960s and has a<br />
clear passion for the region.<br />
“I remember being in the Mediterranean and going on the<br />
bus from Nice to Monaco. I thought, this is really beautiful but<br />
realized that what we have on the coast is equally beautiful.<br />
It may not be 1,000 years old, but it has amazing potential<br />
for growth,” he says.<br />
Despite its proximity to the Lower Mainland—a 40-minute ferry<br />
ride from Horseshoe Bay in West Vancouver—Barr says most<br />
people he encounters have never been to the Sunshine Coast.<br />
Courtesy of Sunshine Coast Tourism by Brayden Hall<br />
Courtesy of Courtesy ???? of Rockwater Resort<br />
20 <strong>InnFocus</strong>
“It is another world that is so close to us,” he adds.<br />
Wickham-Foxwell says the Sunshine Coast also offers a strong<br />
health and wellness feeling for visitors at a fairly affordable price.<br />
“It is the type of place where you go to unplug, escape, and relax.<br />
We have a lot of really lovely and unique communities that love<br />
where they live and want to share it with other people,” she adds.<br />
While many come to relax, the region has also seen a rise in<br />
remote workers post-pandemic.<br />
Unique Activities<br />
“Bringing your family to the coast can be such a great learning<br />
experience,” Wickham-Foxwell notes. “There are a lot of great<br />
things for families to do like hiking, mountain biking, or visiting the<br />
touch tanks at Gibsons Public Market.”<br />
The Sunshine Coast is also a prime destination for food lovers<br />
as well as arts and culture enthusiasts. It is home to the highest<br />
per capita populations of artists and crafters in Canada.<br />
“If you’re driving around and see a purple flag outside someone’s<br />
home, that is an artist’s studio and it is open for people to come<br />
and see it,” Wickham-Foxwell explains. “You could end up in a<br />
really cool gallery or a place tucked away that you would never<br />
have known about.”<br />
Sunshine Coast Art Tours offers art studio visits as well as<br />
distillery and brewery tours. Every October, the Sunshine Coast<br />
Art Crawl takes place, a weekend-long event that sees hundreds<br />
of artists, along with studios, galleries, and other venues open<br />
their doors to the public.<br />
The winter season is quieter, and some attractions, accommodations,<br />
and restaurants may be closed. However, there are<br />
fun activities to do in the winter, including snowshoeing or crosscountry<br />
skiing at Dakota Ridge. “They have great rates and cozy,<br />
funky accommodation,” Wickham-Foxwell says.<br />
A Vibe for Everybody<br />
The Sunshine Coast has accommodations that would fit anyone’s<br />
vibe. One of these special places is the Rockwater Secret Cove<br />
Resort in Halfmoon Bay.<br />
“What makes it outstanding is our tenthouse suites and the piece<br />
of property that the resort sits on,” Karen Maxwell says. She does<br />
social media and marketing for the property and her family was<br />
one of the original owners.<br />
Nestled among the arbutus trees and overlooking Secret Cove,<br />
the property opens onto an endless view of the Pacific Ocean. “Not<br />
many places in BC sit on a horizontal property like ours,” Maxwell<br />
explains. Equipped with hydrotherapy jacuzzi tubs, heated slate<br />
floors, a king size bed, rainforest shower, and the ‘whole nine<br />
yards,’ the tenthouses offer a unique glamping experience.<br />
Offering a more corporate experience, Powell River Town Centre<br />
Hotel is in the hub of town and is Powell River’s only full-service<br />
hotel. “We have newly renovated banquet facilities, a fully licensed<br />
restaurant and pub, and have done very well in this location,” Barr<br />
says. “What isn’t there to do in Powell River? If you want that worklife<br />
balance, not to mention highspeed Internet access, and you’re<br />
an outdoors person, you are going to like it.”<br />
For an affordable, easy escape from daily life, visit the Sunshine<br />
Coast. As Maxwell says, “It feels like a different era, you feel like<br />
you’re a thousand miles away, not 80 minutes.”<br />
Courtesy of Sunshine of ???? Coast Tourism by Brice Shirbach<br />
Courtesy of ???? Rockwater Resort<br />
Courtesy of of ???? Sunshine Coast Tourism-by Shayd Johnson<br />
<strong>InnFocus</strong> 21
Affordable Housing<br />
Solutions for Staff<br />
by Danielle Leroux<br />
It is no secret that finding affordable and<br />
available housing for staff is a growing and<br />
significant issue for businesses.<br />
Amidst a labour shortage, the impact<br />
of the short-term rental market, escalating<br />
housing costs, and inflation have made<br />
it very challenging for employees to find<br />
suitable accommodation, particularly in<br />
resort communities.<br />
The BC Hotel Association and other<br />
tourism industry associations are actively<br />
advocating at the various levels of<br />
government for solutions. Hoteliers and<br />
municipalities are also pursuing their own<br />
creative solutions.<br />
Housing Staff in the Hotel<br />
Some hotels and resorts in the province<br />
have put temporary foreign workers in<br />
rooms to make sure they have enough<br />
staff to get through busy seasons.<br />
For instance, at the Hotel Grand Pacific,<br />
General Manager Reid James says, “We<br />
have eight people living in the hotel in<br />
rooms that we can’t sell anyways. It is a<br />
tricky market for people to find housing.”<br />
Close to 30% of their workforce is on<br />
work visas. Workers end up living all over<br />
Victoria in different housing situations.<br />
The hotel offers its workers an affordable<br />
price for room and board. “We have<br />
a lounge and we put in a microwave,<br />
rice cooker, fridges, etc. Workers are<br />
able to make breakfast. We give them a<br />
special price for dinner and they get an<br />
inexpensive staff meal at lunch,” James<br />
explains.<br />
If other hotels are considering this,<br />
James says, “You have to make it an<br />
attractive, affordable package for workers.<br />
You need to make it worth their while.”<br />
Building Staff Housing<br />
Sun Peaks Resort, which owns and<br />
operates the Sun Peaks Grand Hotel and<br />
Conference Centre, is building its own<br />
housing for staff with a new $12 million<br />
investment.<br />
Sun Peaks already allocates hotel<br />
rooms to staff. “We have a strong<br />
foundation of staff accommodations that<br />
was already in place,” says Aidan Kelly,<br />
Chief Marketing Officer. “There are over<br />
300 beds allocated for team members<br />
between the resort and the Sun Peaks<br />
Grand organization.”<br />
However, staffing needs ramp up in<br />
the winter and the company has to<br />
balance the needs of seasonal versus yearround<br />
staff.<br />
This is what led them to the new project<br />
they’re fully funding as a company. “It is<br />
a $12 million investment in a new condo<br />
building that will have 58 suites available,”<br />
Kelly says. “The difference is that these are<br />
all individual micro-suites, not dorm-style<br />
seasonal staff housing. These will appeal<br />
to staff who are working on a more yearround<br />
basis.”<br />
The company hopes that this investment<br />
will also support the wider community.<br />
“As a private company and the biggest<br />
employer in Sun Peaks we have a<br />
strong role to play in our community in<br />
creating affordable and available staff<br />
accommodation,” Kelly explains. “In<br />
theory, the more staff accommodations<br />
that we can provide, the less pressure<br />
there is on the open market for other<br />
businesses to find places for their staff.”<br />
Tips for Hoteliers<br />
For hotels and resorts that are looking at<br />
affordable housing options for staff, Kelly<br />
offers three tips:<br />
1. Identify housing as a key corporate<br />
priority alongside your other important<br />
infrastructure priorities. This<br />
allows you to give the issue the<br />
attention it needs.<br />
22 <strong>InnFocus</strong>
2. Know that you are not in full control of all elements but can<br />
influence and make an impact. “There are all types of factors<br />
that go into housing, hotels don’t control the housing market,”<br />
Kelly says. “You have to make sure you can communicate,<br />
learn, and apply creative thinking and capital.”<br />
3. Remember that happy team members lead to happy guests.<br />
“We know how important it is for staff to have housing and a<br />
good experience so we can run our business,” Kelly adds.<br />
He acknowledges, “There is no singular solution. There are<br />
a number of elements that need to work together for forward<br />
progress—from the availability of land and zoning regulations to<br />
construction costs and the different types of housing needed for<br />
different groups of staff.”<br />
Plus, every municipality is different. For instance, the challenges<br />
of Sun Peaks or Whistler may be very different than Burnaby or<br />
Vancouver. The municipal housing authority in Sun Peaks is looking<br />
at medium and long-term solutions for housing but the resort<br />
needed a more immediate solution.<br />
You also need the right capital resources in place. To find<br />
out about government funding opportunities, Kelly encourages<br />
businesses to be plugged in with the different levels of government<br />
and local tourism and industry associations.<br />
MRDT Funds Victoria Housing Project<br />
A recent announcement out of Victoria underscores the importance<br />
of partnerships and community collaboration in addressing<br />
these issues.<br />
In September, Victoria City Council approved the Greater Victoria<br />
Housing Society’s request for $2.5 million from the Victoria Housing<br />
Reserve Fund to assist with the construction of a 40-unit affordable<br />
workforce housing project in the city.<br />
The $2.5 million in funds were collected by Destination Greater<br />
Victoria through their Online Accommodation Platform (OAP)<br />
Municipal Regional District Tax (MRDT) revenue allocated for<br />
affordable housing purposes. In return for this funding contribution,<br />
the Greater Victoria Housing Society will prioritize housing<br />
units within the building for hotel and hospitality workers.<br />
Other tourism associations, such as Parksville Qualicum<br />
Beach Tourism Association are requesting their municipalities do<br />
the same.<br />
Short-Term Accommodations Act<br />
Positive policy change could be on the way. On October 16,<br />
<strong>2023</strong>, BC’s Premier David Eby and Housing Minister Ravi Kahlon<br />
announced the Short-Term Accommodations Act. The new<br />
legislation will triple the fines for hosts who break the rules and<br />
bring in a number of new requirements for operators in an attempt<br />
to return units to the long-term market.<br />
Until then, Kelly encourages hoteliers to be part of the solution.<br />
“Without significant investment, this is going to continue to be a<br />
scaling issue, “he says. “That’s why we’re pushing hard, working<br />
with our municipality’s housing authority, and putting in the multimillion<br />
dollar investment now. You have to keep your foot on the<br />
gas—it is not getting better any time soon. You have to be a willing<br />
player and participant and be part of the solution.”<br />
Insurance for<br />
Hotels<br />
Motels<br />
Bars<br />
& Pubs<br />
Get A Quote<br />
<strong>InnFocus</strong> 23
10 Tips<br />
When Hiring<br />
International<br />
Workers<br />
by Jose Duarte<br />
24 <strong>InnFocus</strong>
In today’s competitive business landscape, hiring international<br />
workers has become a strategic imperative for organizations<br />
seeking to diversify their workforce and tap into global talent<br />
pools. For human resource professionals and business owners<br />
in the tourism and hospitality sector, understanding the intricate<br />
process of hiring international talent through the government<br />
framework in Canada is essential. Following is a roadmap<br />
for successfully hiring international workers and integrating<br />
newcomers into British Columbia.<br />
1. Define Job Requirements and Roles: Before embarking on<br />
the process, it’s crucial to define the roles and responsibilities of<br />
the positions you intend to fill with international workers. Ensure<br />
that these roles align with your organization’s specific needs.<br />
2. Foster Cultural Sensitivity: Begin by having open conversations<br />
with your management team about the importance of cultural<br />
sensitivity and open-mindedness. Different cultures may interpret<br />
questions and behaviours differently, so clarity on expectations<br />
is essential.<br />
3. Navigate Immigration Requirements: International hiring<br />
involves immigration procedures. If possible, partner with a<br />
recruitment agency with expertise in the target country or<br />
customize the job position accordingly. Prepare the Labour<br />
Market Impact Assessment (LMIA) application if the position<br />
you are searching for is eligible for that. Read the application<br />
and complete all the steps meticulously. Include comprehensive<br />
information about the job positions, wages, and the recruitment<br />
process. Ensure that your application complies with prevailing<br />
<strong>InnFocus</strong> 25
wage rates and is accurate in all aspects. Seek guidance from an<br />
immigration expert or lawyer.<br />
4. Tailor Job Postings: When crafting job postings, ensure<br />
they are written in a way that resonates with candidates from<br />
various cultural backgrounds. If posting outside of Canada, keep<br />
the language clear and concise. Consult with someone from that<br />
country to ensure the job details are well understood.<br />
5. Recruiting Process: Start with an effective screening process.<br />
Develop five to 10 pre-screening questions that assess not only<br />
technical skills but also soft skills and cultural fit. Finding candidates<br />
If posting outside Canada, keep the<br />
language clear and concise.<br />
who align with your organization’s values and culture is crucial for<br />
long-term success.<br />
6. Communication, Attitude, and Language Proficiency:<br />
Conduct language testing and offer language courses if necessary.<br />
Effective communication is essential in the hospitality sector, and<br />
providing language support will help new hires integrate and<br />
perform better.<br />
7. Technical Interviews and Team Fit: Allow potential hires to<br />
spend time with their future team and managers to assess if they<br />
are a good fit. Consider involving outgoing staff in the interview<br />
process by asking them to assist in preparing interviews or case<br />
studies. Team members can then provide valuable feedback.<br />
8. Extend the Job Offer: Once you’ve found the right candidate,<br />
offer the job formally. Provide all necessary documentation and<br />
set clear expectations. Also, offer information about the local<br />
economy, housing, and support for candidates with families, if<br />
applicable. If you are using an LMIA, confirm the rules to proceed<br />
with the job offer.<br />
9. Work Permit Application: International workers must apply<br />
for work permits from Immigration, Refugees, and Citizen-ship<br />
Canada (IRCC). Ensure they understand the requirements and<br />
process for obtaining their work permits.<br />
10. Warm Welcome, On-boarding, and Integration: Once<br />
the international workers receive their work permits, focus<br />
on a smooth onboarding process. Provide the necessary<br />
training and support to help them integrate into your<br />
organization and the Canadian culture, especially within the<br />
unique context of the tourism and hospitality sector. Take care<br />
of their family as well if they are moving with them. Assign a<br />
mentor or a contact person to help the new hire during their first<br />
week. Regular check-ins can provide valuable insights into their<br />
adaptation process. Offer advice on local resources, including<br />
26 <strong>InnFocus</strong>
grocery stores, community organizations,<br />
religious centers, and sports clubs.<br />
The COVID-19 pandemic has had<br />
a substantial impact on immigration<br />
processes and policies in Canada,<br />
bring a multitude of benefits. These steps<br />
not only guide you in attracting global<br />
talent but also in retaining and integrating<br />
them effectively into your workplace. A<br />
culturally diverse workforce can introduce<br />
Assign a mentor or a contact person<br />
to help the new hire.<br />
including BC. These changes, along with<br />
other factors like economic conditions and<br />
labour market demands, can influence<br />
the availability of work permits and the<br />
eligibility criteria for international workers.<br />
Keep in mind that the situation may<br />
continue to evolve in 2024.<br />
In an industry that thrives on providing<br />
exceptional experiences to diverse groups<br />
of people, hiring international workers can<br />
new traditions, knowledge, and ideas that<br />
contribute to better results and a stronger,<br />
more dynamic organization.<br />
As the world becomes more multicultural,<br />
the tourism and hospitality<br />
sector in BC has the opportunity to lead<br />
the way by embracing international talent.<br />
Remember, a good place to work will<br />
always be a good place to be.<br />
<strong>InnFocus</strong> 27
NAMES IN THE NEWS<br />
by Deb Froehlick<br />
New Members<br />
The BC Hotel Association is proud to<br />
welcome these new members:<br />
Allied Members:<br />
Impact Radio Accessories<br />
Nelcos Distribution Inc.<br />
Plural Canada Immigration Solutions<br />
& Services, Ltd.<br />
TempIN<br />
Accommodation Members:<br />
Oceanside, a Coast Hotel<br />
Sandy Beach Suites<br />
The Vic, Ascend Hotel Collection<br />
Community Members:<br />
Soap for Hope Canada<br />
Appointments<br />
Bighorn Meadows Resort has proudly<br />
announced the appointment of Julia<br />
Blakley as General Manager. With<br />
seven years of dedicated service within<br />
the Bighorn Meadows family, Julia’s<br />
journey from Guest Services Manager<br />
Julia Blakley<br />
Jared Sissons<br />
to Assistant General<br />
Manager reflects<br />
her unwavering<br />
commitment and<br />
exceptional work<br />
ethic.<br />
Jared Sissons is<br />
returning to Atlific<br />
Hotels & Resorts in<br />
the role of General<br />
Manager at Walnut<br />
Beach Resort in<br />
Osoyoos. He was<br />
previously GM of<br />
Whistler Village Inn<br />
+ Suites.<br />
Congratulations<br />
Kudos to the outstanding BC resorts<br />
featured in Conde Nast Traveler’s <strong>2023</strong><br />
Readers’ Choice Awards for the Best<br />
Resorts category! Led by Nita Lake<br />
Lodge Resort & Spa in Whistler at #1,<br />
Wickaninnish Inn, Brentwood Bay Resort,<br />
Four Seasons Resort and Residences<br />
Whistler, and Fairmont Chateau Whistler<br />
all earned well-deserved recognition<br />
for their exceptional hospitality and<br />
unforgettable experiences.<br />
The Westin Bayshore, Vancouver won<br />
the Best Prime Location Award in Canada<br />
in the <strong>2023</strong> Haute Grandeur Global Hotel<br />
Awards. Established in 2014, these<br />
awards recognize top-rated hotels around<br />
the world that offer exceptional customer<br />
service, high standards in all aspects of<br />
the hotel, and unparalleled experiences for<br />
their guests. What makes these awards<br />
different is that they’re based on feedback<br />
from guests—not quantity of votes, nor<br />
selection by a panel of industry judges.<br />
Fairmont Waterfront proudly became<br />
Canada’s inaugural hotel to earn IGLTA<br />
accreditation, solidifying its dedication<br />
to LGBTQ+ inclusivity. This accreditation<br />
demonstrates genuine, action-based<br />
support for LGBTQ+ travellers.<br />
by Deb Froehlick<br />
The Hotel Association of Canada<br />
and the American Hotel & Lodging<br />
Association have signed a Letter of<br />
Intent to form a joint venture company<br />
that will own and operate the Green Key<br />
Global certification program in Canada<br />
and the United States. This represents<br />
a pivotal moment for environmental<br />
action in the hotel industry. Green Key’s<br />
certification criteria are recognized by<br />
the Global Sustainable Tourism Council<br />
and aligned with all 17 of the United<br />
Nation’s Sustainable Development Goals.<br />
http://www.greenkeyglobal.com<br />
Western Financial Group continues<br />
to innovate in the hospitality insurance<br />
marketplace by protecting restaurants,<br />
hotels, motels, and liquor stores in a<br />
unique way. The company’s brand-new<br />
website has the tools and information to<br />
help keep a hospitality business safe and<br />
protected. www.westernfinancialgroup.<br />
ca/hip<br />
Canadian Trade House is introducing<br />
Screaming Chef preservative-free, ready<br />
for your microwave entrées. Choose from<br />
flavours such as butter chicken, pasta<br />
Bolognese, spicy chicken, and rice or<br />
garlic alfredo shrimp. Screaming Chef<br />
is a convenient lunch or dinner solution<br />
for your busy on-the-go guests. admin@<br />
canadiantradehouse.com<br />
Eden Textile is adding a Twill Box Spring<br />
Wrap to its in-stock offering, after years<br />
of manufacturing the product on a madeto-order<br />
basis. Available this December,<br />
the launch means faster order fulfilment<br />
and is the perfect complement to Eden’s<br />
new decorative top sheets for hoteliers<br />
embracing triple sheeting. EdenTextile.ca<br />
birr agency is launching birr boostTM.<br />
Generate more direct bookings, improve<br />
awareness of your property, and reduce<br />
OTA commissions. With the birr boost,<br />
you’ll receive a website audit and digital<br />
marketing strategy to rank higher in search<br />
results and drive more direct booking<br />
inquiries. www.wearebirr.com/hotelmarketing<br />
Blue Mountain Solutions Inc. is launching<br />
a new hospitality training series, FAM<br />
Excellence - Hospitality Brilliance.<br />
Master the art of gracious hosting over<br />
three half-day sessions. Learn industry<br />
secrets to elevate your FAMs with grace<br />
and professionalism. Topics include<br />
gracious hosting, networking, planning<br />
and managing FAMs, crisis management,<br />
and dining etiquette. https://www.<br />
bluemountain.solutions<br />
Sherwin Williams’ new Premium Ceiling<br />
Paint represents their brightest, whitest<br />
ceiling paint yet, with an ultra-flat finish<br />
that hides surface imperfections. It<br />
has excellent hide and outstanding<br />
uniformity whether brushed, rolled,<br />
or sprayed, and contains mold and<br />
mildew resistant technology. https://<br />
sherlink.sherwin.com/sher-link/allp/video/<br />
PremCeilingNPEVideo.mp4<br />
28 <strong>InnFocus</strong>
HOTELIER FEATURE:<br />
Erin Cassels<br />
General Manager of Huntingdon Manor<br />
Hotel & Pendray Inn and Tea House<br />
by Danielle Leroux<br />
Erin Cassels was born into the hospitality industry. “My parents<br />
were hoteliers and restaurateurs. I was quite literally raised in the<br />
hospitality industry on Vancouver Island,” she says. “When we were<br />
growing up, we played more in hotel kitchens and boardrooms<br />
than we did playgrounds.”<br />
While Cassels jokingly says she spent the first 30 years of her<br />
life trying to get out of hospitality, she found her way back to the<br />
industry. “I love hospitality because it is different every day. There<br />
is always an opportunity to make a difference.”<br />
Becoming General Manager<br />
Since 2013, Cassels has been the General Manager of Huntingdon<br />
Manor Hotel & Pendray Inn and Tea House, an English countrystyle<br />
hotel located in the heart of Victoria, BC. “I joined Huntingdon<br />
Manor when new owners took it on,” she says. “Prior to that, it had<br />
been through a few years of receivership since the last recession.<br />
The property is in such a beautiful location and is home to three<br />
gorgeous heritage buildings. It has so much potential, it just<br />
needed some care.”<br />
It has been a long journey to build the property back up. “Our<br />
work is never done here. We are always improving. By the time<br />
we finish on one end we start back at the beginning again. The<br />
management team has developed into a group of leaders who are<br />
passionate about building things and improving spaces. It takes<br />
a certain type of person who sees potential in things,” she notes.<br />
Owning a Restaurant<br />
Prior to 2013, Cassels and her husband, Chef Robert Cassels,<br />
owned a restaurant called In Flavour. It closed due to a fire in<br />
December 2012.<br />
“My husband opened Saveur after that and we decided<br />
because we have kids we would split careers—I would move<br />
out of the restaurant industry and its long hours, evenings, and<br />
unpredictability. I went into hotels,” she says.<br />
Giving Back to Community<br />
Giving back to her community and taking care of the environment<br />
are Cassels’ core values. “I strongly believe that sustainability is the<br />
only way forward for tourism and hospitality,” she says. “BC had<br />
the most devastating forest fires on record in <strong>2023</strong>. We are seeing<br />
firsthand the impact of climate change on tourism.”<br />
The property has a big vision for sustainability and Cassels sits<br />
on several sustainability committees. She acknowledges that it can<br />
be challenging for hotels to know where to start with sustainability.<br />
“We started with the lowest hanging fruit. With the leadership of<br />
our Director of Sales & Marketing and Sustainability Manager, Julia<br />
Canton, we’ve become Biosphere Certified, and are working on<br />
our 5th Green Key this year,” Cassels says. “Sustainability must be<br />
embedded in your company culture on every level. It isn’t easy—it’s<br />
a journey of constantly seeking ways to do things better, to buy<br />
better, and to find ways to be better community members.”<br />
Huntingdon Manor is deeply invested in its staff and community.<br />
For instance, during the pandemic they transformed unused<br />
land into the Dr. Bonnie Henry Commemorative Community<br />
Garden. Originally a temporary 12-plot project, it has grown into<br />
a permanent community garden with 25 plots, including three<br />
that are accessible.<br />
Future Plans<br />
Courtesy of Erin Cassels<br />
As she looks to the future, Cassels says there is still work to be<br />
done on the property. “It’s a huge property with so many moving<br />
parts and there is still so much to do.” She also wants to build on<br />
their community initiatives and continue to give back. “I am very<br />
honoured to be part of building a better future for tourism in our<br />
destination—my hometown.”<br />
<strong>InnFocus</strong> 29
y Mike Macleod, Director of Operations<br />
As we approach the end of <strong>2023</strong>, we are beginning to<br />
hear forecasts for 2024 from various industry sources and<br />
forecasting experts. Most agree that growth will be in the<br />
4% range, and several indicators, such as airport visitation<br />
statistics, Forward STR, and conference and event schedules,<br />
indicate a healthy overall picture. However, pressures persist in<br />
terms of profitability, with inflationary costs affecting the prices<br />
of everything associated with running a hotel, which continues<br />
to erode the bottom line. The result is a challenging environment<br />
in which operators are forced to maintain high service levels<br />
with fewer resources.<br />
With this landscape in mind, we have started working on our<br />
program for the 2024 BCHA Summit, focusing on profitability,<br />
flexible training options, and a strong networking opportunity<br />
to share best practices and build stronger vendor relationships.<br />
The BCHA Summit is set to be the premier hotel operations<br />
conference of 2024, and we have chosen Whistler as the<br />
backdrop for the event on May 1 and 2.<br />
To tackle the challenges of 2024 head-on, we are putting<br />
together a robust program centered around operational<br />
execution, best practices, technology, and forward thinking.<br />
In addition to providing updates on today’s top issues, our<br />
aim is to ensure that all attendees leave with tangible, useful<br />
information that they can implement at their properties<br />
immediately upon their return.<br />
Addressing workforce constraints, training new employees,<br />
and promoting the advancement and development of our<br />
accommodation talent are also significant solutions to<br />
today’s challenges. With this in mind, we will be introducing a<br />
development learning track at this year’s Summit. This track<br />
will feature a concentrated, hands-on learning approach with<br />
specific outcomes outlined for all attendees. This unique<br />
approach is designed to encourage more participation from a<br />
broader audience, offering tangible opportunities and fostering<br />
a community around today’s key issues. Attendees of the<br />
development learning track will be full conference attendees;<br />
however, they will have a customized experience over the two<br />
days of the event.<br />
A popular component of the Summit is always the Vendor<br />
Marketplace. This gathering will feature over 50 BCHA allied<br />
members who will provide the latest information on their<br />
products and services, as well as offer a dedicated networking<br />
opportunity to build relationships. These relationships will be<br />
of critical importance as we navigate 2024, and there is no<br />
better place to connect with and meet everyone who matters.<br />
Finally, recognizing and celebrating the best in our industry<br />
is vital for building careers, legacies, and industry reputation.<br />
Once again, the BCHA Awards of Excellence will be presented<br />
during a gala dinner that will conclude the conference.<br />
The benefits of building a community and networks have<br />
never been greater, and BCHA is committed to providing<br />
meaningful content and excellent networking set against the<br />
backdrop of the best that BC has to offer. Whistler will be an<br />
outstanding host, and we look forward to the conference at<br />
the Fairmont Chateau Whistler, with the welcome reception at<br />
the Squamish Lil’wat Cultural Centre.<br />
We will release registration and program information in<br />
early January, and we hope that you will mark your calendars<br />
and encourage members of your team to join the development<br />
track.<br />
Advertisers<br />
BC Hospitality Foundation 7<br />
BCHA<br />
IBC<br />
Bichin Laundry 27<br />
Choice Hotels Canada<br />
IFC<br />
Coldstream 12<br />
Haddon Equipment & Supplies 16, 17<br />
Hotel Association of Canada 19<br />
Immigrant Services 26<br />
LOC International Inc.<br />
BC<br />
Nationwide Realty Corp. 15<br />
Plural Canada 25<br />
RHB Enterprises 23<br />
Ricky’s Family-Style Restaurants<br />
IBC<br />
Tex-Pro Western Ltd. 4<br />
Western Financial Group Insurance Solutions 23<br />
30 <strong>InnFocus</strong>
YOUR HOTEL ASSOCIATION. YOUR VOICE.<br />
Sign-up and join over 800+ BC accommodators<br />
& partners who are proud BCHA members<br />
UNLOCK MEMBER-EXCLUSIVE<br />
Cost-saving benefits<br />
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Partner offers<br />
Education & training<br />
Resources, tools, & solutions<br />
And much more!<br />
SIGN-UP TODAY<br />
CONTACT SAMANTHA GLENNIE: Member Services Manager<br />
samantha@bcha.com | 778.895.0501<br />
Give Your Guests<br />
More Reasons to Stay<br />
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• In-depth franchise training and certification<br />
rickysrestaurants.ca | famoso.ca<br />
For more information:<br />
Stacey Hansson 1.888.597.7272<br />
franchising@rickysr.com<br />
<strong>InnFocus</strong> 31